Researchers first investigated the theory that great leaders possess universal traits, working on the premise that great leaders are born, not made. This was a time when scientists favored nature over nurture as an explanation for behavior. They sought to identify traits common to all great leaders, such as their height, IQ, or type of personality. Ultimately this theory fell into disfavor and was replaced by newer, more holistic theories of effective leadership.
Behavior Leadership Theory
As Behaviorism became popular, Behavior theorists suggested that it is the behavior of leaders that makes them effective, not innate physical or mental abilities. After many studies, Behavior Theory researchers concluded that there were at least two types of behaviors necessary in great leaders. Task-oriented behaviors, such as organizing, delegating, and measuring work performance were found to be significant. The second type of behavior related to the leader's empathy and consideration for his or her subordinates. According to this theory, both organizational skills and social skills were necessary for outstanding leadership.
Contingency Leadership Theory
As time passed and scientists began to question past theories, Contingency Theory became popular. The Contingency, or Situational Leadership Theory postulated that the work environment itself and the leader’s response to that environment are important elements for effective leadership. The work environment includes the respect subordinates have for the leader as well as the level of trust they feel toward him or her. Other contingencies are the extent to which the tasks can be organized and the amount of control the leader has over the process of rewarding workers. Leaders who had more control over rewarding subordinates were more effective than those who did not.
Transformational Leadership Theory
Transformational leaders lead by inspiration and example. They seem to be able to motivate subordinates to not only perform beyond their job description, but to put the good of the company above their own self-interest. Transformational leaders are passionate about what they do and are able to spread their enthusiasm to others. They are typically concerned for the well-being of their workers and the workers respond with loyalty to the leader.
Servant Leadership Theory
Servant leadership is a view of leadership not as a position of authority, but as a position of responsibility. The servant leader seeks to serve not only the customers, but also the workers and even the community at large. Servant leaders believe in the power of transformation and growth in individuals and institutions. They encourage and practice efforts toward personal growth and seek to provide safe and empowering environments, so that those around them can reach their potential. Servant leaders often hold and communicate a worldview that emphasizes stewardship rather than ownership of human and natural resources.
Scientists are now researching the effectiveness of Transformational and Servant Leadership. Leadership Theories have evolved from studying the physical to the social and now researchers are studying qualities that can be called spiritual. In an effort to pinpoint exactly what makes a leader effective, researchers hope to devise methods to produce successful leaders and successful organizations.
